The automation debate is currently undergoing an enormous amount of hype. The term hyperautomation, recently coined by Gartner, implies that this is a self-reinforcing, irreversible trend, like a wave that you either learn to ride or are ultimately swallowed up by. Hyperautomation promises the combination of process mining, robotic process automation, machine learning and artificial intelligence. The goal is the holistic automation of business processes along the value chain. In our experience, many companies are still a long way from holistic automation.
Many of our contacts are not looking for the next hype term, but simply for orientation. To put it in a nutshell, hyperautomation is about nothing other than consistently focusing on the company’s business processes and looking at where there could be opportunities for improvement. As a rule, these are already known and have been identified as part of quality initiatives in the past. If no consequences were drawn in operational practice, this was often due to the fact that the pressure of suffering was not yet high enough because the company was basically doing well.
In most cases, a specific internal or external change must then occur to make it essential to address this optimization potential. Events of this kind can be Handover of an owner-managed company to a successor, mergers & acquisitions or a crisis-like situation, such as the corona pandemic.
Without guidance, companies often get stuck in a dilemma that can be described in a single sentence: “We’ve always done it this way!” In our opinion, this sentence is the real danger, because it tends to nip any initiative for change in the bud. In a world where nothing is as constant as change, companies quickly run the risk of being overtaken by change. The business models of Kodak, Agfa, Quelle and Bertelsmann bear witness to this.
However, if there is a fundamental willingness to change or even a need for change, external assistance is often required in order to correctly classify the options for optimizing business models and processes and to find the best possible path from the company’s perspective. This is where the old-school topic of business process management comes back into play. It must be decided on a case-by-case basis whether retrofitting with an ERP system, the use of workflow technology or RPA supplemented by AI should be used to close process gaps. The prerequisite for making the right choice here is transparency about the processes to be optimized. Traditional BPM methods are still the method of choice for this. Depending on the process, it may be more or less suitable for optimization and support with RPA tools. CTI Consulting has the appropriate process model and the right criteria for this purpose, the CTI RPA process model. On this basis, companies, supported by CTI consultants, are able to select the right processes for an RPA approach and find a customized solution for the respective problem.
Our service offer
CTI Consulting supports its customers in exploiting their full automation potential along their value chains. Our support ranges from process selection (workshops) and evaluation of RPA benefits (CTI RPA Fit Framework) to analysis of the systems involved and agile implementation of the RPA software robots. With our many years of experience in the areas of enterprise architecture management and business process management, we will lead your RPA project to success. In addition, we support customers in the selection of RPA tools and in setting up an RPA Competence Center within the company.
